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現場改善與管理寶典講師: 林營松; 2. 講師簡介林營松

  • 學歷
台北工專工業工程中山大學企業管理研究所碩士
  • 工作經歷
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YourSlideShareisdownloading. × Activateyour30dayfreetrial tounlockunlimitedreading. 現場改善與管理寶典 Report 營松林 • Oct.31,2011 • 5likes • 8,474views Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide Youcanskiptothenextslidein 3 Ad Skiptonextslide 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ContinueforFree UpcomingSlideShare 5.全面交期管理 Loadingin…3 × QM-056-品質管理 handbook 03fmea表格使用說明 營松林 品質觀念的演進 joelo 系統性問題解決方法-QCStory Hermes-EpitekCorp. 工作圈上課講義 5045033 QM-060-問題分析與解決能力提升 handbook QM-022-QCStory handbook QM-048-品管圈活動經驗分享 handbook Facebook Twitter LinkedIn Size(px) Starton ShowrelatedSlideSharesatend Share Email     Topclippedslide 1of146 Ad 1of146 Ad 現場改善與管理寶典 Oct.31,2011 • 5likes • 8,474views Report DownloadNow Download Downloadtoreadoffline Business Technology 營松林 Follow -- Business Technology 5.全面交期管理 營松林 全面品質管理東吳王超弘 營松林 2.ie培訓教材 營松林 先期產品品質規劃華宇 營松林 01fmea 營松林 02fmeatraining 營松林 QM-039-何謂SPC handbook QM-055-品質管制 handbook QM-049-品質中英對照 handbook QM-050-品質之意義 handbook 5.全面交期管理 營松林 全面品質管理東吳王超弘 營松林 2.ie培訓教材 營松林 先期產品品質規劃華宇 營松林 01fmea 營松林 02fmeatraining 營松林 QM-039-何謂SPC handbook QM-055-品質管制 handbook QM-049-品質中英對照 handbook QM-050-品質之意義 handbook MoreRelatedContent Slideshowsforyou QM-056-品質管理 handbook 03fmea表格使用說明 營松林 品質觀念的演進 joelo 系統性問題解決方法-QCStory Hermes-EpitekCorp. 工作圈上課講義 5045033 QM-060-問題分析與解決能力提升 handbook QM-022-QCStory handbook QM-048-品管圈活動經驗分享 handbook Quality FisherTsai QM-054-品質機能展開 handbook Ch08 PrecticeTsai 流程优化管理培训资料 jingb 1DmaicD Jonylee52 1214精實生產系統余新興 5045033 国际管理技术在中国的应用简化版(Cw)R0 cindyhou 1127392033 PrasadBidwai 003Howtowrite8DReport Hermes-EpitekCorp. 20110110-誼成dm-ok giogio1221 Morefrom營松林 02spc訓練教材 營松林 04ppaptrainingmaterial 營松林 02trainingmaterialformsa 營松林 Apqp-en 營松林 Manufacturingexcellence 營松林 Zhiiiskincarefe&r12(formedia)20110906 營松林 Featured Irresistiblecontentforimmovableprospects VelocityPartners HowToBuildAmazingProductsThroughCustomerFeedback ProductSchool BridgingtheGapBetweenDataScience&Engineer:BuildingHigh-PerformanceT... ryanorban Introtousercentereddesign RebeccaDestello HowtoMasterDifficultConversationsatWork–Leader’sGuide Piktochart HowtoLandthatFirstCustomer Floown Howtothinklikeastartup LoicLeMeur WhattoUploadtoSlideShare SlideShare BeAGreatProductLeader(Amplify,Oct2019) AdamNash TrillionDollarCoachBook(BillCampbell) EricSchmidt APIdaysParis2019-Innovation@scale,APIsasDigitalFactories'NewMachi... apidays Afewthoughtsonworklife-balance WimVanderbauwhede Isvcstillathingfinal MarkSuster TheGaryVeeContentModel GaryVaynerchuk MammalianBrainChemistryExplainsEverything LorettaBreuning,PhD Blockchain+AI+CryptoEconomicsAreWeCreatingaCodeTsunami? DinisGuarda TheAIRush Jean-BaptisteDumont AIandMachineLearningDemystifiedbyCarolSmithatMidwestUX2017 CarolSmith 10factsaboutjobsinthefuture PewResearchCenter'sInternet&AmericanLifeProject HarrySurden-ArtificialIntelligenceandLawOverview HarrySurden 現場改善與管理寶典 1. 現場改善與管理寶典講師:林營松 2. 講師簡介林營松
  • 學歷
台北工專工業工程中山大學企業管理研究所碩士
  • 工作經歷
台灣飛利浦建元電子公司-IC廠IE工程師IE/PMCDDeptHead生產經理SrConsultant/CostController某半導體與光電公司副總經理/CEO特助A+1精品百貨顧問
  • 顧問輔導案及講授實務經驗
飛利浦TechnicalPre-calculationDecisionCalculationManufacturingExcellence國立中山大學戴明挑戰經驗分享.屏東商業技術學院生產管理/國際企業管理A+1企業管理輔導楠電授課 3. 課程大綱與架構
  • 願景規劃
  • 世界級管理系統建構
  • 現場主管的任務、角色及責任
  • 現場改善的方法、技術與工具匯整
  • 改善履歷之運用
5. NewrolesandresponsibilitiesinaLeanEnvironment 7. http://www.unisoft-cim.com/products.htm 8. WorldClassManufacturingModelSystemImplementationandPerfection
  • WCMMission
  • ZeroAccident
  • ZeroPollution
  • ZeroLosses
  • ZeroBreakdown
  • ZeroDefect
  • ZeroCustomerComplaints
WorkEnvironment(5S)JIT/SupplyChainManagementEquipmentEffectiveness/TPMCustomerDriven:InternalandExternalQualityFirst:SQMandBestPracticesLiaison,TeamForceandSkillDevelopmentInformationSystems/BPRTechnologyandCashFlowWasteEliminationVision,Mission,Strategy&LeadershipTeams-Inspiration&CompetitionMindsetCultureandPassionShareholder'sValueQuality&QuantityCostDelivery&SpeedInnovation&IntellectualCapitalProductive&Pride 19. 日常管理工具檢討表 20. QualityImprovementStatusResults願景FuturePlan 22. 體系圖 23. 戰情室 24. 方針管理簡報 26. 跨部門改善小組 28. 自主改善運作方法 29. BuildinganEffectiveTeam0-Worstto10-Best 30. ChecklisttoEvaluatetheKeyStepsofTeam-OrientedProblemSolving 33. Supervisor’sDaily,Weekly,Monthly,andYearlyActivities 35. 交接簿 42. ChecklistforAssuringthebasicsofJust-In-TimeProduction 45. 管理項目一覽表 47. 督導工作的因果關係圖訓練材料方法量測環境人員机器品質﹑成本交期表揚及獎賞出勤率消除浪費溝通提案建議健康品管圈士气多能工訓練記錄保存開机檢查定期保養換模時間改善治﹑工具改善5S標准庫存數量管理在制品及材料的5S觀察所有的异常确認影響品質事項設備及工作區域之布置手冊維持工作標准建立標准表格安全隨時更新方法作業標准程序書檢查方法建立量測方法建立管制點及查核點校正核對目視管理建立新的生產線引進新產品預期雇用新人 48. QualityFirst 54. ControlPlanExample(GM) 58. 流程圖-例QC工程圖 59. .ProcessFlowChart.MotionStudy.Timestudy.TechnicalData.LineBalancing.TOC瓶頸.OJT.SkillMatrix.CapacityReview.GoodsFlow.PAC績效管理.人力配置.生產排程活用ControlPlanHrs出進TotalOLM完成期限擔當改善對策問題點Cycletime成本工時AQL 60. ShopFloorTourChecklist 62. BasicofStandardOperatingProcedure 66. 生產線平衡 69. JobTraining 71. 全公司年度課題團隊活動品管圈或工作改善小組讀書會或學習圈授權與委派職責績效面談與回饋工作進度檢討會議經驗傳承分享OJT訓練體系新任主管中階主管基層主管新進員工職員高階主管
  • 新進人員輔導
  • 人際關係與溝通
  • 發生問題及工作追蹤
  • 專業技術、知識、制度流程
  • 基本工作規範及工具應用
  • 工作安全衛生教育
  • 如何面對挫折
  • 工作責任感強化
  • 工作報告之撰寫
  • 問題分析與解決技巧
  • 人際溝通與衝突處理
  • 技能檢定相關訓練
  • 目標管理及工作檢核
一般員工主管級團隊互動學習主管個別指導現場集中訓練OJT範圍 72. OJT教材開發表使用設備、教具進行方式內容項目適用對象:本項訓練目標及預期效益:指導者:OJT訓練名稱: 73. 個人別OJT實施計畫表期間:員工姓名:期末與部屬面談結果及主管意見:實施期間部屬之態度與學習狀況:評價結果實施狀況指導人期間期望目標/標準OJT訓練項目 77. 高中低高普通低價值實踐頻度工具 83. IE七工具-工作抽查法 84. 人機配合法 85. 流程程序法 86. 雙手操作法 87. 五五法 88. IE七工具–動改法 89. IE七工具–五五法 90. 防錯法 91. EliminatingHumanErrors 96. 浪費診斷表 97. GoodsFlowDiagram 102. 位置相關表 103. 物料管制卡NO︰////////////////////結存出庫入庫日期結存出庫入庫日期前置時間最高存量訂購點安全存量□A□B□C物料等存放位置物料編號物料名稱 104. 盤存傳票及使用盤存處理傳票(送交)現貨(收回)傳票傳票一分為二表示已盤日期︰品名︰品號︰數量︰日期︰品名︰品號︰數量︰○印 105. 被徵詢廠商︰徵詢廠商︰成本分析表利潤率(%)總成本稅款包裝運費事務開支/月月產量總計︰事務開支/月熱力/月設備保養/月水費/月設備折舊/月電費/月其他成本單位產量的人力成本用人數每小時每人工資每小時產量單位產量=×××人力成本單位產量的單項成本單位產量消耗量單價單位品質等級規格品名原材料成本年成交額報價單位商標規格品名 106. 物料的定量、定容、定位1.定量:物料以一定單位的包裝量包裝,以便於物料之領取、數量之清點。

◎例如:包裝單位採用十進位,如10、20、30等。

2.定容:物料採用一定外形的容器存放,以便於堆放及清點。

◎例如:採用正方形的容器,較容易堆放及清點。

3.定位:物料儲存於適當固定的位置,以便於儲存,並減少尋找物料的時間。

◎例如:經常使用的工具可放在固定的位置,要用時,便可迅速、輕鬆地找到。

107. 5S實施要點 108. 設  備  管  理對初期流動管理的反映建立初期管理MP資訊退  貨進貨檢查進  貨發訂單在庫確認使  用零件架管理基準備品管理點檢記錄工程計畫發現不正常部份定期點檢整備基準預防保養再發防止對策教 育故障分析故障記錄復舊工程復原工程突發故障事後保養記  錄取下標箋貼上標箋發現不正常部位清掃點檢給油基準自主保養潤滑管理請 求修理書YES設備管理 109. 手段分類實施活動老化防止老化測定老化復原分擔運轉保全信賴性強度向上負荷的減輕程度向上保全性監督條件的開發檢查作業的改善整備作業的改善整備品性的向上正常運轉正確操作準備交替調整日常保全清掃‧潛在缺陷的找出‧措施加油擰緊使用條件,老化的日常檢查小整備定期保全定期點檢定期檢查定期整備預知保全傾向檢查不定期整備設備綜合效率90%以上維持活動情況的早期發現和確定迅速的措施聯絡突發修理事後保全改善活動◎◎◎◎◎◎◎○○◎○◎○◎◎◎◎◎◎◎◎○◎○◎◎◎目標自主保全和專門保全的技能分擔 110. 基本方針與年度策略展開釋例企業理念與方針長期經營目標長期經營策略本年度目標1.附加價值生產性--提升15%2.勞動生產性3.庫存金額--減少15%4.設備總合效率--78%5.提案件數--每人2件現狀問題點TPM基本方針 111. 展開CAPD順序STEP1234-14-24-34-45CYCLECAPDCAPDCAPD自主保修活动初期清扫制定清扫.加油的基准检查卫生检查油,空压检查驱动检查电对发生源,难清洁处的对策CCAPDPADCDPA清扫基准加油基准卫生检查基准油,空压基准驱动检查基准电检查基准
  • 再从设备的清扫,加油维持状态检查清扫,加油基准
  • 综合实施清扫,加油,检查的动机并找出问题
  • 达成时间目标,接触障害
  • 发生源对策,清扫方法,清扫/加油/点检困难改小对策
  • 目视管理的研究
  • 目标时间内确实的清扫,加油,点检
自主保全(清扫,加油,点检)的实施再检查改善标准化
  • 设备改善的方法
  • 复发防止的警示装置
  • 目视管理
专门保全润滑管理基准点检基准个别改善自主点检基准自主保全基准自主保全日历 112. TPM重點設備判定表 113. 設備總合效率之七大損失與管理指標價  值稼動時間不良損失淨 稼 動時   間性能損失負 荷 時 間稼動時間(1)  故  障(2)換模換線.調整停止損失(3)刀具交換(4)暖機(5)空轉.短暫停機(6)速度下降(7)不良.修改設備總合效率=時間稼動率×性能稼動率×良品率(例)0.87×0.50×0.98×100=42.6(%)設  備7大損失設備總合效率的計算 114. (1)單獨設備設備INPUTOUTPUT2月2日作業日報AMODEL理論CycleTime:2分製訂者:○○○作業時間:580分實際時間:500分驅動時間:440分60分80分教育:60分,它SHOP原因停止:20分故障:30分,M/C:30分生產數量:200個,良品數量:190個-性能驅動率=×100=×100=90.9%理論C/T×生產數量驅動時間2分×200個440分-良品率=×100=×100=95.0%良品數量生產數量190個200個-設備綜合效率=時間驅動率×性能驅動率×良品率=0.88×0.909×0.95×100=75.9%-回數率=設備總和效率×作業率=0.795×0.962×100(%)=65.4%-作業率=×100=×100=86.2%實際時間作業時間500個580個驱动时间实际时间440分500分-时间驱动率=×100=×100=88.0% 115. (2)LINEABCDEFGCycleTime:1分1.2分1.5分2分1.8分1.6分1.9分※時間驅動率:Neck工程設備基準停止時間基準(1)neck工程自身停止(2)因為別的工程引起的Neck工程停止※性能驅動率:Neck工程理論C/T基準※良品率:檢查工程或者最終工程基準,良品數量上排除再作業首先合的數量(有不合理的要素,但考慮DATA收集效率性)教育:60分故障:30分,M/C:30分A故障引起的D停止:20分生產數量:200個,良品數量:190個(F工程裡CHECK)加動時間負荷時間440分520分-時間加動率=×100=×100=84.6%-性能加動率=×100=×100=90.9%理論C/T×生產數量加動時間2分×200個440分-良品率=×100=×100=95.0%良品數量生產數量190個200個-設備綜合效率=時間加動率×性能加動率×良品率=0.846%×0.909×0.95×100=73.1%2月4日作业日报NECK:D工程理论CycleTime:2分制订者:○○○作业时间:580分实际时间:520分驱动时间:440分80分80分 120. 日常點檢表範例日常點檢表主管確認 121. 註︰點檢記錄標記○─營運中的點檢;×─停止時的點檢;●─已完成運動中的點檢;○×─已完成停止時的點檢。

 周點檢作業卡無異常振動×××××××振動40℃以下○○○●●●●發熱無異音○○○●●●●異音軸承無松、脫、損×○○××××松、脫、損螺釘無異狀或變形×××××××龜裂或變形構件運轉室無折損○○○●●●●折損軌條壓板無脫落○○○●●●●脫落無松動或折損○○○●●●●松動或折損螺釘無龜裂或損傷○○○●●●●龜裂或損傷鋼軌橫行軌道普通式起重日654321備註異常記錄點檢標準星期內容點檢項目部位設備名自1987年3月16日至3月21日日期甲乙丙丁點檢者單元初軋區區域初軋區計畫卡周點檢 124. 設備合理化檢核表 130. 問題點記錄及對策及對策狀況揭示表 131. One.PointLesson的種類TPMOne-PointLesson基礎知識知識不足反省!再發防止!改善後改善前↑成果TPMOne-PointLesson故障實例TPMOne-PointLesson改善實例 132. TPM管理板的內容副圈長圈長選擇的理由人員○○- 主題個別改善分  析效  果 現狀把握 對策與日程課、班方針○->○○->○○->○目標對策檢  收故  障速  度短暫停機不  良修  理時 間稼動率性 能稼動率良品率總合效率成果指標剩餘之主題照片 133.  活動計畫自主保養不正常部位列表疑問點☆One-PointLesson相片前後提案件數貼上標箋.取下標箋 活動實績會議實作業見良-! 134. ChecklistforIdeaGeneration 139. 改善快報日期:年月日實施日期:年月日改善前改善後負責人:單位:編號:問題點改善方法效益 142. QC.STORYSHEETASEKDept.:_______Leader:_______ActionGroup:_______________________2.WhyTheThemeSelected3.AnalysisofPresentSituation(DataCollection)4.Cause&EffectAnalysisRemark:8.RemainingProblems/FuturePlan1._________________________________2._________________________________3._________________________________4._________________________________5._________________________________6._________________________________7.Standardization1.________________________________2.________________________________3.________________________________4.________________________________5.________________________________6.________________________________7.________________________________8.________________________________AP6.ResultsConfirmationCRemark:D5.ActionPlan/ImplementationRemark:1.ThemeSchedulePlanActualItemCorrectiveActionActionbyFinishEvidence 144. CADPTeamname(圈名):Dep’t(部門):1.Theme(主題):2.Whyselectthistheme(選定理由):3.Currentstatus(現況分析):4.TargetSetting(目標設定):5.Cause-EffectAnalysis(要因分析):6.RootCauseVerification(真因尋求):7.Actionimplementation(對策實施):8.ResultConfirmation(效果確認) 9.Standardization(標準化):10.Futurechance(改善機會):‧創意來源(參考文獻)/Learning‧Solution(對策方法):‧Sharing(經驗分享):‧Learning(學習):‧Reference(參考文獻):OnePageQCStory 145. PaddamageCADPOnePageQCStory-QIT53rdTeamname:Dep’t:1.Theme:2.Whyselectthistheme3.Currentstatus4.TargetSetting:5.Cause-EffectAnalysis6.RootCauseVerification7.Actionimplementation8.ResultConfirmation9.Standardization10.Futurechance‧Learning‧Solution‧SharingDragonWTFReducefinepaddamagerate1.Morecompetitive2,HighQualityandOnTimeDelivery3.CapabilityImprovement4.Utilizationimprovement5.ShortThroughPutTimePaddamagefrom230ppmto50ppmPaddamage1.Cleaningtravelistoolong2.Tipistoolargeforsmallpads3.PCBexpansioncausesprobemarkshift.Upperlimitfortip25umLargeTipRootCause:Cleaningtravelistoolong1.NeedleMis-alignmentImprovement2.LargeprobemarkimprovementTipReductionMachine:PSK2000RootCause:TipistoolargeforsmallpadsAction-Newneedlespec.forsmallpadTipsizechangeslope:0.1um/umAction:startTestfromwafercenterRootCause:PCBexpansioncausesprobemarkshift.3.ProbeMarkShiftimprovementLearning:1.Technologylearning–HSMUseN2gastopreventALfromformingoxide2.Benchmarking-MOTOROLA/STMicroelectronicsTesttemperature/Padsize/Needlecleanmethod3.Createidea:PencilSharpenerReference:1.QIT-51,Team:Crystal,Subject:Firsttimepassyield2.EngineeringReportNo:EBV-3-10-62/88xEBV-9-1-1/10x3.Processdevelopment(TACSub-100nmProbing):.SetofTESTCHIPS.PlatformQualification1.Probecardneedlesspecificationchange2.ProbeCardQualityControl3.ProductfileforwafertestchangeEBV-3-10-62/883EBV-9-1-1/101EBV-3-10-62/883Totalsaving:1,410,000USD§SharingtheexperienceanbestpracticeswithPSC,PST§NijmegenandCaenforprobingfinepadproduct.Action:Reduceneedlescleaningpath
  • Probecardanalyzer:1,000,000USD
  • ProbeCardRepairing:62,500USD
  • UtilizationImprovement:347,500USD
SavingProbemarkmisalignmentimprovementSidewallcrackimprovementProbemarkshiftimprovementMis-alignment
  • NeedleClearing
  • NeedleClearing
Sidewallcrack
  • Largetipsizeforpad
Probemarkshift
  • ProbecardPCB
  • thermalexpansion
LargestresssmallstressLargeforce50um 146. 敬請指教BigTeams! × ShareClipboard × Facebook Twitter LinkedIn Link Publicclipboardsfeaturingthisslide × Nopublicclipboardsfoundforthisslide Selectanotherclipboard × Lookslikeyou’veclippedthisslidetoalready. Createaclipboard Youjustclippedyourfirstslide! Clippingisahandywaytocollectimportantslidesyouwanttogobacktolater.Nowcustomizethenameofaclipboardtostoreyourclips. Createaclipboard Name* Description Visibility OtherscanseemyClipboard Cancel Save SharethisSlideShare SpecialOffertoSlideShareReaders × TheSlideSharefamilyjustgotbigger.Enjoyaccesstomillionsofebooks,audiobooks,magazines,andmorefromScribd. Readfreefor60days Cancelanytime. 5likes × AmyBrown Dec.23,2021 Didyoutry⇒www.HelpWriting.net⇐?.Theyknowhowtodoanamazingessay,researchpapersordissertations. CHUN-YEHLEE Nov.22,2017 AngieNg Nov.25,2016 SandyLin May.02,2016 astalavista Aug.17,2013 CTO at CHINA Views × Totalviews 8,474 OnSlideShare 0 FromEmbeds 0 NumberofEmbeds 2,128 Youhavenowunlockedunlimitedaccessto20M+documents! × UnlimitedReading Learnfasterandsmarterfromtopexperts UnlimitedDownloading Downloadtotakeyourlearningsofflineandonthego YoualsogetfreeaccesstoScribd! Instantaccesstomillionsofebooks,audiobooks,magazines,podcastsandmore. Readandlistenofflinewithanydevice. FreeaccesstopremiumserviceslikeTuneln,Mubiandmore. DiscoverMoreOnScribd × We'veupdatedourprivacypolicy. We’veupdatedourprivacypolicysothatwearecompliantwithchangingglobalprivacyregulationsandtoprovideyouwithinsightintothelimitedwaysinwhichweuseyourdata. Youcanreadthedetailsbelow.Byaccepting,youagreetotheupdatedprivacypolicy. Thankyou! Acceptandcontinue Viewupdatedprivacypolicy We'veencounteredaproblem,pleasetryagain. g


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